The effects of complementarity of knowledge and capabilities on joint innovation capabilities and service innovation: The role of competitive intensity and demand uncertainty

Ndubisi, Nelson Oly; Dayan, Mumin; Yeniaras, Volkan; Al-Hawari, Mohd Ahmad

doi:10.1016/j.indmarman.2019.05.011

Cited by 52 publications

(62 citation statements)

References 103 publications

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“…It is imperative for responding to rapid technological changes, intense global competition and shortened product life cycles (Laage-Hellman et al , 2018; Lam and Chin, 2005). This is because it helps to reduce costs, risks and uncertainties (Ray and Kanta Ray, 2011) and enables firms to access otherwise unavailable knowledge, assets and resources (Ray and Kanta Ray, 2011) or complementary resources (Ndubisi et al , 2019). Also, socially responsible firms align behaviors with the norms and needs of their primary stakeholders (Gonzalez-Padron and Nason, 2009).…”

Section: Theoretical Underpinningmentioning

confidence: 99%

“…Instead, it depends on the economic rent created within a network of actors that range from horizontal relationships/collaborations (e.g. with direct or indirect competitors) and vertical relationships (such as with suppliers, distributors and customers) (Barney, 1991; Nambisan and Sawhney, 2007; Ndubisi et al , 2019). With NPD multi-stakeholder collaboration, the approach has evolved and the focuses now on value co-creation through sharing resources, knowledge and capabilities (Ndubisi et al , 2019; Prahalad and Ramaswamy, 2004).…”

Section: Theoretical Underpinningmentioning

confidence: 99%

“…with direct or indirect competitors) and vertical relationships (such as with suppliers, distributors and customers) (Barney, 1991; Nambisan and Sawhney, 2007; Ndubisi et al , 2019). With NPD multi-stakeholder collaboration, the approach has evolved and the focuses now on value co-creation through sharing resources, knowledge and capabilities (Ndubisi et al , 2019; Prahalad and Ramaswamy, 2004). Through this collaborative relationship obtained by the complementarity of experience and abilities, collaborators hone and advance their innovation and NPD knowledge, skills and processes.…”

Section: Theoretical Underpinningmentioning

confidence: 99%

“…The complexity of multi-stakeholder NPD process is exacerbated by the network of individuals, groups and entities linked directly or indirectly through sequential or shared participation in product conceptualization, design, assembly, transformation and offering assortments of products, in response to customer demand (Layton, 2007; Ndubisi et al , 2019). Indeed, the NPD process depends heavily on the degree of relationship stability and durability within the network (Arndt, 1979).…”

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Building trust in multi-stakeholder collaborations for new product development in the digital transformation era

Barrane

Ndubisi

Kamble

et al. 2020

BIJ

Self Cite

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PurposeThe study aims to explore the critical approaches adopted by innovative organizations and to build an environment of trust between the multiple stakeholders collaborating for new product development (NPD).Design/methodology/approachA qualitative research approach is adopted in this study. Fifteen semi-structured interviews were conducted with experts from the wood product industry in Quebec, Canada. These organizations have successfully adopted the latest technological developments and have developed a strong collaboration with their stakeholders.FindingsThe study identified eleven strategies for the innovative organizations that included early involvement of the stakeholders in the design process, developing long-term relationships and fostering a transparent environment using Industry 4.0 technologies. A novel framework for using this strategy is presented with three stages of application, namely, planning, enactment and review.Practical implicationsInter-organizational collaborations in NPD are more successful when imbued with trust. The NPD strategies must allow innovative organizations to achieve a balanced ecosystem in which value created through the adaption of new technology can be thoroughly captured through commercialization on time with no field failure.Originality/valueThe study adds to the body of knowledge in stakeholder theory and NPD research and practice.

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Section: Theoretical Underpinningmentioning

confidence: 99%

Section: Theoretical Underpinningmentioning

confidence: 99%

Section: Theoretical Underpinningmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Building trust in multi-stakeholder collaborations for new product development in the digital transformation era

Barrane

Ndubisi

Kamble

et al. 2020

BIJ

Self Cite

View full text Add to dashboard Cite

show abstract

“…In the international context, innovation is considered a fundamental aspect for the competitiveness of organizations (Le and Lei, 2018; Ndubisi et al , 2019; Salehi et al , 2018; Zhu and Cheung, 2017). Managing innovation processes efficiently and establishing alliances and partnerships is characterized as the first step toward market conquest and longevity of companies (Anthony et al , 2016; Mazzucchelli et al , 2019; Ortiz-Villajos and Sotoca, 2018).…”

Section: Introductionmentioning

confidence: 99%

Improving research labs’ performance through project management guidelines: a case study analysis

Pacheco

Anholon

Rampasso

et al. 2020

IJPPM

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PurposeThe article aims to critically analyze the project management developed by research laboratories of a Brazilian university in order to enhance their performance. For this, a critical analysis was performed to identify existing opportunities about the management of schedules and resources. Additionally, a software was developed to enable performance improvement.Design/methodology/approachThe methodological procedures used were literature review, for a theoretical foundation, and case study conducted with semi-structured interviews, documentary research and on-site visits. Through a detailed critical analysis of the laboratories' management, it was possible to understand the activities developed and map the main difficulties observed.FindingsA total of five plausible points of improvement were identified, namely reduced teams and accumulation of activities; team seasonality; centralized management; deviations from projects and schedule control. Based on the theoretical foundation, it has been proposed adjustments to minimize the mentioned difficulties that can greatly contribute for better management efficiency of multiple research projects. In addition, a software was structured based on the proposed improvements. The laboratories' performance was monitored for a month and significant improvements were observed.Practical implicationsThe information presented here may be of great value to other researchers interested in enhancing research laboratory performance.Originality/valueThe academic literature presents several examples of project management guidelines application in different organizations; however, there are few studies about the application of them in research laboratories and how to improve their performance.

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Information Modeling Technology as the Integrating Basis of the Development Investment Process

Kvasha

Malevskaya-Malevich

Kornilova

2021

Communications in Computer and Information Science

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The effects of complementarity of knowledge and capabilities on joint innovation capabilities and service innovation: The role of competitive intensity and demand uncertainty

Cited by 52 publications

References 103 publications

Building trust in multi-stakeholder collaborations for new product development in the digital transformation era

Building trust in multi-stakeholder collaborations for new product development in the digital transformation era

Improving research labs’ performance through project management guidelines: a case study analysis

Information Modeling Technology as the Integrating Basis of the Development Investment Process

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